Tag Archives: Grand Canyon University

GCU - TNA Wrestling

GCU considers return to nonprofit status

Grand Canyon University announced Wednesday that its Board of Directors has formed a committee of independent directors to explore strategic alternatives to its investment-based business model, including a return to the nonprofit status it held from 1949 to 2004. In particular, the Board chose to form the committee after the university’s management expressed a desire to explore the possibility of effecting a conversion of the university to a non-profit entity.

Brian Mueller, president and CEO of GCU, issued the following statement regarding that decision:

“As a management team, we have decided to look into the possibility of returning the university to its historical non-profit status because we believe it may be in the best long-term interest of our students and our university, as well as our stockholders.

“Whether or not this process is successful – and there is a great deal of legal and financial due diligence that must be conducted to determine if it could be possible – the growth and upward trajectory of the university will continue. The financial model of the institution has produced high-quality, low-cost private Christian higher education and we have found there is no end to the demand for this product. This process will not change the university’s operations or future plans. The university will continue to invest in its ground campus with plans to grow enrollment to 25,000 students. It will continue to invest in its growing online student body. Its academic and operational plans will remain the same. Its partnerships with the city of Phoenix – the Neighborhood Safety Initiative, a drowning prevention program, graffiti abatement, the mentorship and tutoring of high school students – will continue. And extensive community outreach efforts and servant leadership will continue to be a hallmark of the university.

Why the change

“To fully understand why we are seeking to pursue this change, you must look at Grand Canyon’s history. In 2004, after 55 years as a small non-profit private university, GCU was $20 million in debt and about to close its doors. Without a large donor base to turn to or the ability to rely on tax dollars, the university remained afloat by becoming a for-profit university, securing investor funding and adding an online component to its academic offerings.

“During the next four years, GCU improved its financial position, but in order to grow out the campus and ensure long-term stability, it went to the public markets in 2008 for an infusion of capital to invest into the university. As a result of those investments, GCU today has a strong hybrid campus model that has enabled the school to freeze campus tuition for six straight years, grow enrollment on the ground campus from less than 1,000 to nearly 11,000 in just six years, and increase online enrollment to 55,000.

“GCU experienced this remarkable success even as the for-profit sector of higher education hit a steep decline. Since 2010, 12 of the top 13 for-profit educational institutions in the country have had significant drops in enrollment and closed parts of their operations. The one exception, of course, has been Grand Canyon University.

“We do not have a philosophical issue with having a for-profit status and having investors. However, the stigma surrounding the for-profit industry – some of which is deserved, and some not – is real and it is not improving. And no matter what GCU does to separate itself, its detractors continue to try to use this stigma to detract from GCU’s success. Some of those in the higher education community who have been impacted by our success have questioned our motives. Fortunately, this has had no impact on the university’s growth or perception to this point.

“GCU looks and acts like a traditional private university or state university in almost every way. Since becoming a publicly traded company in 2008, more than 100 percent of its after-tax profits have been reinvested back into the university. In addition, none of the federal government’s new regulations aimed at curbing for-profit schools will materially affect GCU, as it surpasses those metrics in every way while also having cohort default rates well below industry standards and those of many of its competitors.

“Grand Canyon is truly unique – an industry of one, if you will. No other university has used a publicly traded for-profit business model to build out its ground campus and develop all of the trappings of a traditional university, including music, dance, theater, debate, intramural sports and a Division I athletic program. Yet, with a stagnant stock price and growing negatives associated with the for-profit industry, we believe it is the right time to consider an alternative to that model if it could be done in a way that would provide shareholders a fair return on their investment while also ensuring the long-term stability and legacy of the institution.”

Academic quality to remain the top priority

“Like any university, GCU should be judged by the outcomes its graduates produce and its commitment to the community in which it exists, not simply by its tax status. Among those outcomes for traditional students.”

n  GCU’s nursing graduates have a first-time pass rate of 94 percent on professional licensure exams over the last three years (the national average was 71 percent in 2013);

n  Teaching graduates also pass their professional knowledge exams at more than 90 percent and had a 100 percent placement rate for 2014 spring graduates seeking employment in education;

• GCU’s pre-med students get accepted into medical schools at a 75 percent rate (the national average is 42 percent);

• Nearly 90 percent of its Colangelo College of Business students are employed within six months of graduation;

• GCU is adding to its over-160 academic programs to include computer science, information technology and engineering; and

• GCU is involved in more than 120 service projects that are making huge differences in its community.

classroom-update

Experts say quality education equals quality jobs for Arizona

The formula is simple: W = $. A well-qualified, educated workforce equals high-paying, deeply entrenched Arizona jobs and statewide economic growth.

“There are too many buzzwords and not enough solutions,” muses Rick Heumann, Chandler’s vice-mayor and a passionate education advocate. “If we don’t do something now, we’re going to lose an entire generation. The legislature cannot continue to starve schools and colleges and expect the economy to grow. Incentives will not overcome lack of qualified workforce.”

Heumann, and other business leaders also say that the solutions are more than just funding. It’s a challenge through the whole system to create opportunities and relevance for today’s students to become tomorrow’s well-qualified workforce.

“Arizona education has to produce the talent needed to find a job and fill the gaps in the workplace,” says Steve Zylstra, president and CEO of the Arizona Technology Council. “We need to create more robust opportunities to inform students about career opportunities and the need for education.”

The Arizona business community is finding opportunities and step-by-step trying to bring change to the state’s education system. This is a marked contrast from political attacks on Common Core that one business leader confided are demonstrations that the legislature just doesn’t understand education or economic development.”

“There’s too much rote and not enough reason,” sighs Joan Koerber-Walker, president and CEO of the Arizona Bioindustry Association, Inc. “America is a world power because we know how to think. We’re losing our edge. Not only does STEM (science, technology, engineering and mathematics) need to be at the core of what’s being taught, students must see relevancy to real life and learn to be creative and critical thinkers. It amounts to a needed change in the way we teach.”

Student retention through high school

“Ensuring that all our students are graduating from high school is simply the biggest priority,” sums Cathleen Barton, Arizona education manager for Intel. “We need students to graduate and be career- or college-ready,” she adds.

Study-after-study shows that students need education to get ahead. Barry Broome, CEO of Greater Phoenix Economic Council says that education is part of good economic development. “Improving education is a long-term investment for Arizona. Right now, only a small percentage of high schools generate half our college enrollment. That needs to change,” he says.

“We’re losing students at an unacceptable rate,” worries Bob Enderle, director of community relations at Medtronic. “About a quarter of our students don’t graduate high school, and that rate is higher in ethnically diverse populations.”

“Making education connect; making it more relevant will help keep students in school,” echoes Dave Cano, the company’s senior manager for continuous improvement and a member of Grand Canyon University’s STEM External Advisory Board. “When students don’t graduate, they earn less, the spend less and the add more costs to the system.”

Heumann adds that workers in minimum wage jobs do not earn enough to cover the costs of their services. “We need to help our students qualify for better jobs and then we need to make sure we have the jobs in the market,” he says. “With a high-paying job, a worker adds more value to the Arizona economy.”

Better education means a better economy

Eve Ross, W.L. Gore & Associates, Inc., director of public policy and strategic initiatives Ross about the vicious cycle, “Students are not getting a connection between what’s being learned and how it applies to careers. There are many well-paying careers that require some college, but not necessarily a four-year or graduate degree,” she says. “We need a whole class of student understanding and interested in manufacturing. We’re not talking about a worker tightening bolts on a parade of black Fords. We’re talking about workers who can see how things are made, and come up with ideas to make it better.”

“It’s a simple formula for economic growth. If we can’t attract well-paying careers, Arizona is not going to collect tax revenue for basic services,” she says. “We need a workforce who can read and understand a workplace; students who can do the math and innovate.”

Arizona does education well, but in pockets, says Koerber-Walker, “Schools are short on resources and there are many gaps creating ‘haves’ and ‘have-nots.’ We’re at the bottom of the barrel in too many ways with education. Business will not come if kids are prepared for the jobs.”

The investment in education for tomorrow’s economy comes at a crucial time. Arizona has invested millions of dollars to ready the education system for Common Core standards. “Common Core came out of the business sector,” explains Broome. “Industry needs a uniform standard by which is can compare education achievement to the same standards in every state. This is going to create some concern in Arizona when the results start coming in.”

Building passion for learning

“The world is rapidly changing. Tomorrow’s workforce needs to be able to adapt to a rapidly changing world.” Hal Halladay is the chief people officer for Infusionsoft, “The system needs to focus on training and teaching students to love learning. Education does not end at graduation. Students must be able to continue to learn in order to be able to handle global change.”

Medtronic has jumped into the partnering role with education. It’s been incredibly rewarding and equally frustrating. “We tried to bring students to demonstrate relevancy between what they’re learning and career opportunities, but the process was filled with road blocks,” says Ederle. “We ended up bringing in teachers as interns. One of the science instructors going through the program said it would change the way he taught physics. That’s a success, as we see it.”

Connecting science and technology to something students understand is the key of generating a passion for education. Zylstra talks about the Arizona SciTech Festival, “We had a physics professor talk about the science of baseball. All of the sudden, the kids were seeing how math and physics are in the world relevant to their interests. It’s this type of change we need in education to connect students to learning.”

“We have a mismatch between skills and opportunity,” Barton emphasizes. “Jobs are changing too fast, and education is not changing rapidly enough to keep up. We need to take schools to the next level of teaching.”

Koerber-Walker is concerned that there has been so much focus on what needed to be learned to pass the standardized tests, students weren’t given an opportunity to understand how to use the learning. “There needs to be improvement in outcomes,” she explains. “Students are lacking in soft skills. They need to learn critical thinking, problem solving and an ability to write and communicate.”

“We’re getting good workers coming out of college,” comments Halladay. “The problem is that while the students have the technical skills, they are not getting training on how to function in a face-to-face environment. They need an ability to adapt to changes and creatively solve challenges.”

Partnership part of a solid solution

“This is not going to be resolved by just giving schools more money,” Zylstra says. “It start with motivating parents to be participants in their child’s education. It requires business to partner with schools.” Enderle and Cano at Medtronic, agree. Barton and Heumann cited examples in their conversation.

Heumann doesn’t mince words. “We’re not competing with Alabama, Louisiana and Mississippi for jobs. We’re competing with Texas, California, Washington and New York. Our education investment needs to be at their levels, not the bottom of the heap.”

“We need to re-fund education. The way education is funded does not reflect the needs of business in Arizona,” suggests Koerber-Walker. “Teachers are spending major portions of their own incomes supplying classrooms. That has to stop. We need to invest some dollars to provide schools with the tools to teach the workers we want to offer new business.”

“We have a lot of thoughtful people involved in the process of bettering our schools and workforce. In business, we know that if you don’t invest in training, you start losing ground to competition.” Barton is listing off the solutions she’d like to see for schools. “We want teachers to have the resources to make the curriculum relevant to keep students engaged.”

“Charter schools need to have the same public accountability as public schools,” insists Heumann. “If we have a well-balanced education with pay encouraging bright and effective teachers into the profession, we’re going to do a lot better with students coming out.”

Halladay sums up what a good education system means, “When I try to recruit top-level knowledge workers for my company, the quality of schools is a big reason they will accept or walk away from the job offer. The inconsistency of education quality across the Valley is a major recruiting challenge.”

Heumann sighs, “We can spend millions on cutting taxes and offering incentives. If we don’t have good workers, we’re not going to get good companies locating here. It’s simple economics.”
A well-educated workforce equals strong economic development.

Not making the grade
Personal finance social network WalletHub conducted an in-depth analysis of 2014’s states with the best and worst school systems. WalletHub used 12 key metrics, including dropout rates, test scores and bullying incident rates to assess the quality of education in each state. According to the analysis, Arizona has the 9th worst school system. Here is where Arizona schools rank in individual categories (1=best):
35th – Dropout rate
8th – Champlain University High School Financial Literacy Grade
36th – Math test score
46th – Reading test score
49th – Student-to-teacher ratio

Executive Education
Here are the colleges and universities in Arizona that offer post-graduate programs:

Argosy University
602-216-3118
Website
Number of campuses: 1
Online classes: Yes
Highest degree offered: Doctorate
Leadership: Norma Patterson, associate vice president of academic compliance

Arizona State University
480-965-7788
Website
Number of campuses: 4
Online classes: Yes
Highest degree offered: Doctorate
Leadership: Michael Crow, president

A.T. Still University
480-219-6000
Website
Number of campuses: 1
Online classes: Yes
Highest degree offered: Doctorate
Leadership: Craig M. Phelps, president

Communiversity @ Surprise
480-384-9000
Website
Number of campuses: 1
Online classes: Yes
Highest degree offered: Master’s
Leadership: Todd Aakhus, Ph.D., director

DeVry University
602-870-9222
Website
Number of campuses: 4
Online classes: Yes
Highest degree offered: Master’s
Leadership: Craig Jacobs, metro president

Grand Canyon University
800-800-9776
Website
Number of campuses: 1
Online classes: Yes
Highest degree offered: Doctorate
Leadership: Brian Mueller, CEO

Midwestern University
623-572-3200
Website
Number of campuses: 1
Online classes: No
Highest degree offered: Doctorate
Leadership: Kathleen Goeppinger, president and CEO

Northern Arizona University
928-523-9011
Website
Number of campuses: 34
Online classes: Yes
Highest degree offered: Doctorate
Leadership: Rita Cheng, president

Ottawa University
800-235-9586
Website
Number of campuses: 3
Online classes: Yes
Highest degree offered: Master’s
Leadership: Dr. Kirk Wessel, dean of Angell Snyder School of Business

Thunderbird School of Global Management
602-978-7000
Website
Number of campuses: 1
Online classes: Yes
Highest degree offered: MBA
Leadership: Larry Edward Penley, Ph.D., president

University of Arizona
520-621-1162
Website
Number of campuses: 2
Online classes: Yes
Highest degree offered: Doctorate
Leadership: Ann Weaver Hart, president

University of Phoenix
480-557-2000
Website
Number of campuses: 5
Online classes: Yes
Highest degree offered: Doctorate
Leadership: Timothy P. Slottow, president

PHOTO BY LILLIAN REID, AZ BIG MEDIA
Brian Mueller is the CEO of Grand Canyon University.

Mueller uses hybrid model to turn GCU into a winner

Brian Mueller has created the most successful business model in education. When he took over as Grand Canyon University’s CEO in 2008, there were less than 1,000 students on campus and about 10,000 online. Today, GCU has 8,500 students on campus and 50,000 online, with a new East Valley campus coming in 2015. Mueller has also expanded GCU’s science, technology, engineering and math offering with the launch of its College of Science of Engineering and Technology.
Az Business magazine caught up with the Antelopes’ biggest fan to find out how he helped GCU make the grade in business and with the books.

Az Business: How has the business model for higher education changed?
Brian Mueller: If you think of the 1970s, 1980s and 1990s, universities built their reputations based on the quality of their traditional-age students. Then, a market opened up with adults who wanted to go back to college and earn degrees while they were working and raising families. Most of the universities that ended up serving those students were private, for-profit universities and there was far greater demand than supply. You could grow as fast as you wanted and charge whatever you wanted and people were willing to pay for that convenience.
Everything changed in 2008. Tax dollars that helped fund public universities were in decline and donor bases dried up. Those mid-tier universities were forced to look to the adult market, which flipped the supply-demand in favor of the working adult student.

AB: How did you use that change in the marketplace to help GCU?
BM: I came here in 2008 because I saw an opportunity to create a hybrid campus — a strong traditional campus with a strong component of working adults — that shared a common infrastructure and spread the costs across two students bodies. By creating a hybrid campus, we were able to lower the price point significantly. After scholarships, the average GCU student pays $7,800 in tuition. Most students at private universities pay between $25,000 and $50,000 a year.

AB: How did you make that happen so quickly?
BM: I believed if we could get an infusion of funds, we could create something special. We came in June 2008, went public in November, got an infusion of $254 million, put huge dollars back into the ground campus and went to work building a brand based on the excellence of the education.

AB: How did you get investors to buy into the IPO in 2008?
BM: We were the first company to go public in three months, but I had been at Apollo Group for 22 years and was the CEO of the University of Phoenix Online when we went public as a tracking stock between 2000 and 2004, which turned out to be the most successful tracking stock in the history of Wall Street. So I knew those guys and they had made good dollars with us before. They didn’t completely buy the business model. Nobody believed that you could be successful or profitable with traditional students because it would always be a money loser. But the truth is our level of profitability is now about the same on both sides.

AB: What has been your biggest professional challenge?
BM: There were not many people doing online education in 1997, but we saw it was going to be huge. We had to fight the traditional academic community, who said, “How dare you deliver education online? Students need to be in a classroom with a professor.” The push-back was so strong that we just needed to push through it, accept the criticism, make counter-arguments and keep moving forward. Those same people who were yelling at me in 1997 are all trying to do the same thing now.

AB: What are your goals for GCU?
BM: Ten years from now, we will have 25,000 students on our physical campuses. Online, we will have 80,000 or 90,000 students. We want to be a university that provides excellent education, but in a values-based context and environment. And we want to operate as a company that helps transform the West Valley.

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GCU naming business college after Valley icon Colangelo

Jerry Colangelo, Principal Partner, JDM Partners, CEO Lecture Series Grand Canyon University is renaming its business college after former Phoenix Suns and Arizona Diamondbacks executive Jerry Colangelo.

Officials at the for-profit Christian school announced Thursday that the Colangelo College of Business is intended to provide “real-world relevance” to future generations of “values-driven business leaders.

The 74-year-old Colangelo already was the namesake of GCU’s school of sports business.

He replaces Ken Blanchard, the business leadership author who had served as the namesake of the business school for a decade.

Colangelo is a former owner of the Suns, ex-managing general partner of the Diamondbacks and a member of the Basketball Hall of Fame. He currently is director of USA Basketball.

Briarwood Apartments

126-unit Briarwood Apartments sell for $4.05M

Cushman & Wakefield of Arizona, Inc. negotiated the $4.05 million sale of the Briarwood Apartments, a multi-family property located at 3450 W. Missouri Ave., in Phoenix.

Briarwood was built in 1983 and contains seven buildings and 126 units. The property was 90 percent occupied at the time of the sale.

Edward Sibley of Phoenix sold the property to David Barnes of Vancouver, B.C., Canada.  The sale price brought $32,143 per unit, which equates to $59 per square foot.

“Briarwood should benefit from the expansion taking place at Grand Canyon University,” said Brett Polachek. “The buyer plans to spend additional capital upgrading both the interior and the exterior of the property.”

Polachek and Jim Crews of Cushman & Wakefield represented the buyer in the transaction.

 

Camelback_Vista_Apartments_12, WEB

Grand Canyon University buys Phoenix apartment complex

Marcus & Millichap announced the sale of Camelback Vista, a 200-unit apartment property located in Phoenix, according to Don Morrow, Regional Manager of the firms Phoenix office. The asset commanded a sales price of $5,125,000.

Rich Butler, Brian Tranetzki, Cliff David and Steve Gebing multifamily investment specialists in Marcus & Millichap’s Phoenix office, had the exclusive listing to market the property on behalf of the seller, a private investor based out of Texas. The buyer, La Fuente de la Comunidad, LLC, was represented by Todd Noel of Colliers International in Phoenix.

“Camelback Vista is located directly along Camelback Road and just blocks away from Grand Canyon University, a private for-profit institution established in 1949 which is quickly becoming one of Arizona’s preeminent Universities.” says Butler. “GCU has undergone significant expansion since 2010 with additions such as six new modern dorm buildings, a 55,000 square foot Student Recreation Center and the campus’s main attraction- the 5,000 seat Grand Canyon University Arena.”

Developed by Granada Construction in 1978, this 200-unit apartment community is constructed of block and stucco with a tile roof design. The subject property is composed of 96 studio apartments, 103 one-bedroom apartments, and one two-bedroom one-bath apartment.

“With the sale of Camelback Vista, we expect rapid improvements to occur on site as well as changing the landscape of the Camelback corridor just west of Interstate 17. This should continue to bolster dynamic growth for the submarket.” adds Tranetzki.

TheLandingImage

New to Market: The Landing at Gateway

The Landing at Gateway
Developer: Streamline Construction and Development Corporation
General Contractor: TBD
Architect: Saemisch + Di Bella Architects
Location: SEC of Power and Warner roads, Mesa, Ariz.
Size: 520KSF
Brokerage Firm: KW Commercial
Value: $110M
Estimated start and completion dates: May 2014 to December 2015

The Landing at Gateway is a development within a growing area of the Mesa, Ariz., that establishes a complementary mix of commercial and employment opportunities. The project has been designed with several components as the central organizing elements for the development of the property. Of these elements, the most important is “Connections.” This development proposes a variety of uses: retail, large retail/hospitality and office/employment. It is important that there be successful “connections” between these uses.

Accordingly a significant amount of consideration has been given to the design and integration of the pedestrian, vehicular and architectural elements of the development pattern. The focus will be pedestrian connections and associated green spaces. The parking fields are decentralized but balanced with the uses, meaning there is sufficient parking associated with each area for daily typical use, but also allow for cross over parking areas connected with pedestrian elements.

Comprised of 57 acres, The Landing at Gateway is located at the heart of the biggest explosion of growth in Arizona. Most recently the area became home to several international corporations; Grand Canyon University’s 100-acre campus and, of course, Apple with their initial 1.3 million square foot production facility, scheduled to double in the next three years.

The Landing at Gateway is a development project within the technology and education corridor – the fastest growing area in the Valley of the Sun. Adjacent to the Phoenix-Mesa Gateway Airport and it’s 1.5 million passengers this year as well the Eastmark planned community with 15,000 new homes.

The design and form for the project emphasizes pedestrian connections throughout, between employment, dining, shopping and entertainment uses. The project will contain over 210KSF of office and more than 300KSF of retail and hospitality uses.
The site offers the best visibility and exposure from the freeway of any comparable development, existing or planned.

College Park

Two new tenants for College Park Shopping Center

SRS Real Estate Partners is pleased to announce two new leases at College Park, a neighborhood shopping center adjacent to Grand Canyon University located at the northeast corner of Camelback Road and 35th Avenue in Phoenix, Ariz.

Epic Thrift has leased approximately 15,000-square-feet of space in the shopping center. Epic Thrift has five locations in Phoenix and College Park will serve as their sixth location in Arizona. The College Park location is scheduled to open late summer or fall 2014.

The second lease is with Metro PCS, a no annual contract cell phone provider. Metro PCS leased a 1,200-square-foot space and is scheduled to open summer 2014. Other notable tenants located at College Park include; Subway, El Taco Tote, Grand Mart and Great Wall Restaurant.

Scott Ellsworth and Brian Polachek with SRS Real Estate Partners represented the landlord, Fortuna Asset Management, in both transactions. Neil Board with Western Retail Advisors represented Epic Thrift.

Arena-rendering, web

Tutor Perini renovating GCU arena

Tutor Perini Building Corp. is expanding Grand Canyon University Arena’s seating capacity from approximately 4,300 to 7,000 seats. The expansion takes place just two and a half years after Tutor Perini originally built the arena. The most challenging part of the renovation is the aggressive 190-day deadline put in place to meet previously booked university events.

According to Brian Mueller, Grand Canyon University’s president and CEO, the idea to renovate the arena came about when GCU switched to NCAA Division l athletics and the men’s basketball games routinely sold out in the first year of competition. Expanded seating will attract nationally recognized NCAA Division l teams and accommodate the 10,500 students expected to be enrolled on the ground next fall. More seating also allows greater participation from West Valley residents and Christian communities that regularly attend GCU events.

Cathey Moses, GCU’s vice president of event planning and marketing said the renovation provides GCU an opportunity to attract higher-profile concerts to the arena. Other campus events, such as commencement exercises and Chapel services can also be expanded.

Tutor Perini is adding a new upper deck, a hanging 11,000-square-foot structural steel mezzanine that will go all the way around the arena with an extra deck above it at the south end. The lower deck at the south end will be retractable for events that require a stage, such as Chapel, concerts and commencement. The renovation also includes more restroom facilities and increased life-safety exiting and smoke evacuation systems. As of this date, Tutor Perini has removed all of the seats in the upper half of the arena bowl and the basketball floor. Scoreboards and other electronics have been stored for safekeeping for future arena use.

The 135,000-square foot arena is GCU’s signature building. The arena is built with a deeper seating bowl than typical, providing all spectators with excellent views.

“I can’t imagine a place that has more seats closer,” said Mueller, noting that the first row of the upper deck will actually be nearer to the floor than the back of the lower deck. Mueller added, “When the architect came up with this drawing, that’s when we became convinced this was the right thing to do. The facility, everybody is discovering, is so important to building a brand and building a fan base. As intimate a setting as it was, it’s going to become even more so.”

awards

Industry Leaders of Arizona take spotlight

Az Business magazine is proud to present the Industry Leaders of Arizona (ILoA) Awards, which recognize  the contributions and impact of Arizona‐based companies in five key industries — commercial real estate, education, entertainment, manufacturing and technology. The 30 finalists for this year’s ILoA Awards are profiled on the following pages. Winners will be recognized at the awards dinner that will be held Thursday, February 6 at The Ritz Carlton, Phoenix.

Arizona Diamondbacks
Leadership: Derrick Hall, CEO; Tom Harris, CFO
Address: 401 E. Jefferson St., Phoenix
Website: dbacks.com
What they do: The Diamondbacks strive to provide industry-leading entertainment in a family-friendly environment while making a positive impact on its fans and civic partners.
How they lead: The team offers the lowest Fan Cost Index in Major League Baseball. In the community, the Arizona Diamondbacks Foundation and the D-backs’ organization have surpassed the $33 million mark in charitable giving since their inception in 1998. The unique corporate culture of the D-backs led Yahoo! to deem the club as “the best workplace in sports.”

Arizona Summit Law School
Leadership: Scott Thompson, president; Shirley Mays, dean
Address: One N. Central Ave., Phoenix
Website: azsummitlaw.edu
What they do: The American Bar Association (ABA) accredited law school offers traditional and non-traditional law students the opportunity to succeed through its student-focused curriculum and highly engaged faculty.
How they lead: The practice-ready curriculum equips graduates with the practical skills and ethical instruction, leadership, management and interpersonal skills necessary for career success. The school accommodates students’ diverse needs with options including full-time and part-time day and evening classes; trimester schedule for graduation in two years; and individualized bar-pass instruction through learning diagnostics and mentoring; and experiential learning opportunities via externships, internships and clinics.

Caliente Construction Inc
Leadership: Lorraine Bergman, CEO
Address: 242 S. El Dorado Circle, Mesa
Website: calienteconstruction.com
What they do: Caliente, founded in Arizona in 1991, is a female-owned commercial general contractor that provides construction management services tailored to meet the distinctive needs of its diverse clientele.
How they lead: By embracing the latest technology, Caliente is known as the contractor who can meet the challenge of any type of construction project. This has strengthened its industry position and given Caliente a competitive edge. Caliente has also shown continued growth.  In 2006, revenues were $23,500,000 with 30 employees. Today, revenues exceed $57,000,000 and Caliente employs 81.

Casino Del Sol Resort, Spa and Conference Center
Leadership: Jim Burns, CEO
Address: 5655 W. Valencia Rd., Tucson
Website: casinodelsol.com
What they do: Casino Del Sol Resort encompasses a spa, conference center, five award-winning restaurants, Sewailo Golf Course, Anselmo Valencia Tori Ampitheater, a 5,000-seat open-air concert venue and the Del Sol Marketplace, which includes a gas sttation, car wash, convenience store and smoke shop.
How they lead: In less than two years since opening its $100 million expansion, Casino Del Sol has earned a AAA Four Diamond designation and is the state’s only casino resort to earn the coveted Forbes Four-Star Award for its hotel and spa.

Entrepix, Inc.
Leadership: Tim Tobin, CEO; David Husband, CFO
Address: 4717 E. Hilton Ave., #200, Phoenix
Website: entrepix.com
What they do: Entrepix re-manufactures semiconductor fabrication equipment and develops products and services to significantly extend the lifespan of semiconductor manufacturing technology.
How they lead: Entrepix’ is defining a new class of supplier to the semiconductor industry —  a “technology renewal partner” — and has become the third-party leader in this space.  It launched the first ever foundry process center supporting remanufactured equipment.  The company was spotlighted for this on the cover of the industry’s largest publication, Semiconductor International, whose cover is normally occupied by game-changing innovations from companies such as Intel and Applied Materials.

FlipChip International
Leadership: David Wilkie, CEO; Gordon Parnell, CFO
Address: 3701 E. University Dr., Phoenix
Website: flipchip.com
What they do: FlipChip International is a leading supplier of wafer level packaging technologies to a diverse global customer base in the semiconductor industry.
How they lead: FlipChip was founded in 1996 by industry leaders in automotive technology and semiconductor integrated circuit assembly. Their strategy was primarily developing and licensing the technology. After new owners took over in 2004, manufacturing was expanded and new technologies were introduced. Today, FlipChip’s technologies can be found in a wide range of products in consumer, medical, industrial and automotive applications.

FNF Construction, Inc.
Leadership: Jed S. Billings, CEO; David James, CFO
Address: 115 S. 48th St., Tempe
Website: fnfinc.com
What they do: FNF provides heavy-highway construction and general engineering work, both as a general contractor, subcontractor and manufacturer/producer of aggregate and asphalt rubber binder.
How they lead: FNF’s ability to self-perform much of the work on its contracts allows the company to better manage and support its subcontractors and keep projects on schedule.  FNF supports its personnel with state-of-the-art equipment and in-house technical support which keep its workers safe and guides and educates employees on FNF’s innovative construction methods.

GlobalTranz
Leadership: Andrew Leto, CEO; Greg Roeper, CFO
Address: 5415 E. High St., #460, Phoenix
Website: globaltranz.com
What they do: GlobalTranz is a privately held, Phoenix-based logistics company specializing in freight management services, including less-than-truckload shipping, full truckload, supply chain management and domestic air/expedited shipping.
How they lead: By focusing on innovative technology, GlobalTranz optimizes the flow and storage of merchandise as the goods move within and throughout the customers’ supply chain. GlobalTranz has been recongnized as one of the fastest-growing companies in the country with annual sales of over $200 million. Globaltranz has doubled its revenue every year since its inception in 2003.

Grand Canyon University
Leadership: Brian Mueller, president and CEO; Dan Bachus, CFO
Address: 3300 W. Camelback Rd., Phoenix
Website: gcu.edu
What they do: GCU is a private Christian university that has graduated some of the Southwest’s best-prepared teachers, nurses and fine arts professionals.
How they lead: What was once a small, struggling university has come into its own as a world-class liberal arts institution. When escalating tuition made higher education nearly impossible for some students, GCU built a financial model that made earning a degree attainable and affordable. The model does not rely on taxpayer subsidies, yet keeps costs about two-thirds less than most private universities and lower than many public schools.

Great Hearts Academies
Leadership: Daniel Scoggin, CEO; Ward Huseth, CFO
Address: 3102 N. 56th St., #300, Phoenix
Website: greatheartsaz.org
What they do: Great Hearts Academies is a non-profit network of public charter schools dedicated to improving education in the Phoenix metropolitan area by developing a network of excelling preparatory academies.
How they lead: Great Hearts Academies has a 95 percent college placement rate, including many prestigious colleges and universities around the country. Students have an average SAT score of 1836 and ACT score of 27.4, which is 20 percent above the national average and higher than many private schools.

IDentity Theft 911
Leadership: Matt Cullina, CEO; Sean Daly, CFO
Address: 7580 N. Dobson Rd., Scottsdale
Website: idt911.com
What they do: IDentity Theft 911 is a provider of identity management solutions, identity theft recovery services, breach services and data risk management solutions. The company works with insurance carriers to provide identity theft services to individual personal lines policyholders and crisis data-breach services for commercial insurance policyholders.
How they lead: Founded in 2003, IDentity Theft 911 is a premier consultative provider of identity and data risk management, resolution and education services. The company serves 17.5 million households across the country and provides fraud solutions for a range of organizations.

Integrate
Leadership: Hart Cunningham, CEO; David Tomizuka, CFO
Address: 4900 N. Scottsdale Rd., #4000, Scottsdale
Website: integrate.com
What they do: Integrate is the first closed-loop marketing technology platform—combining ad-serving tech and analytics, a paid media marketplace and full suite of marketing services.
How they lead: Integrate is the first closed-loop marketing technology provider to empower marketers and media buyers to plan, launch, analyze and optimize campaigns across performance, programmatic and traditional media. The Integrate AdHQ platform offers an end-to-end solution that supports the entire lifecycle of paid media campaigns in one intuitive dashboard.

Ipro Tech, Inc.
Leadership: Kim Taylor, president and COO; Bret Lawson, CFO
Address: 6811 E. Mayo Blvd., #350, Phoenix
Website: iprotech.com
What they do: Founded in 1989, Ipro is a global leader in the development of advanced software solutions used by legal professionals to streamline the electronic discovery process.
How they lead: Ipro pioneered the development of electronic discovery technology in 1989, when savings and loan scandals led to an abundance of paper documents needing immediate legal review. Ipro developed customized technology that greatly improved the process and speed in which litigation document collections could be produced and helped to establish the litigation technology industry as we know it today.

Jokake Construction Services, Inc.
Leadership: Casey Cartier, CEO; Dave Miller, CFO
Address: 5013 E. Washington St., #100, Phoenix
Website: jokake.com
What they do: Jokake is a full-service real estate solutions provider founded on delivering exceptional construction experiences through ground-up, renovation and tenant improvement construction for public and private clients.
How they lead: In June, Jokake launched its 30th anniversary celebration with a commitment to complete 30 community service projects in 12 months — one project for each year in business. Since the initial announcement, Jokake’s employees have advocated for great causes, most of which are with nonprofits that they have been personally invested in for many years.

Laser Options, LLC
Leadership: Jeffrey Masters, CEO
Address: 3758 E. Grove St., Phoenix
Website: laseroptions.com
What they do: Laser Options sells new and refurbished multi-function printers/copiers, provides managed print services to its clients and is a leading re-manufacturer of laser print cartridges.
How they lead: Since starting in 1993 as a re-manufacturer of laser printer cartridges and HP printer service, Laser Options has transformed itself into a full-service business technology organization. Since inception, Laser Options has put into place sustainability practices. Whether it is its manufacturing and recycling process, the cars it uses or the vendors it partners with, customers know they are “going green.”

MicroAge
Leadership: Jeff McKeever, CEO; Roger Rouse, CFO
Address: 8160 S. Hardy Dr., Tempe
Website: microage.com
What they do: MicroAge is a leading provider of technology products and services. They serve customers from the data center to the desktop with computer products from industry-leading manufacturers.
How they lead: MicroAge’s tech-savvy account executives are experts at assisting clients with selecting information technology solutions that best meet their unique requirements. MicroAge possesses a vast sourcing capability which enables us to deliver on the most challenging of procurement requests.  MicroAge continues to be a well-known name and a respected industry pioneer with a heritage of industry innovation spanning five decades.

Microchip Technology, Inc.
Leadership: Steve Sanghi, CEO; Eric Bjornholt , CFO
Address: 2355 W. Chandler Blvd., Chandler
Website: microchip.com
What they do: Microchip Technology Inc. is a leading provider of microcontroller, mixed-signal, analog and Flash-IP solutions for thousands of diverse applications worldwide.
How they lead: Microchip is the semiconductor industry’s greatest Cinderella Story, having come a long way since its humble beginnings as a failing spinoff of General Instrument in 1989. Over that time, Microchip has had the most successful IPO of 1993, achieved the No. 1 ranking in 8-bit microcontrollers in 2002 and recorded its 91st consecutive quarter of profitability in June 2013.

Mountainside Fitness
Leadership: Tom Hatten, president; William Malkovich, CEO; Tracy Taylor, CFO
Address: 1230 W. Washington St., #111, Tempe
Website: mountainsidefitness.com
What they do: Mountainside Fitness is the largest locally owned health club in Arizona, striving to help its members incorporate exercise into their lifestyle.
How they lead: With 10 locations, including the newest location inside Chase Field, the fitness center provides more than 950 jobs. The company has experienced a 41 percent growth within the last three years, including employee growth of approximately 400. The expansion placed Mountainside among the recipients of the 2012 Inc. Hire Power Awards as one of the Top 10 private business job creators in the state of Arizona.

Phoenix Children’s Academy
Leadership: Doug MacKay, CEO; Paul Malek, CFO
Address: 8767 E. Via de Ventura, #240, Scottsdale
Website: pcafamilyofschools.com
What they do: Phoenix Children’s Academy operates a national network of 111 private schools, including preschools, elementary schools and middle schools in 15 states serving approximately 16,000 students.
How they lead: PCA is the sixth-largest company in its industry in the U.S. and the largest headquartered in Arizona. By developing centralized support functions to take the majority of the administrative burden away from its schools, PCA teachers and principals have more time to spend with children and parents. This has enabled PCA to tailor its educational services to the individual needs of the child.

Phoenix Suns
Leadership: Jason Rowley, president; Jim Pitman, CFO
Address: 201 E. Jefferson St., Phoenix
Website: suns.com
What they do: The Suns provide the finest in Arizona sports, entertainment and community leadership by striving to create sustained success on and off the court.
How they lead: Between offering a first-rate fan experience, giving back to Arizona children and families in need, and staying at the forefront of technology and innovation, the Suns have served as Arizona’s professional sports leader since our 1968 inception. Each year, Suns players and alumni make more than 1,000 community appearances and the Phoenix Suns Charities contributes more than $1 million annually to more than 125 local nonprofit organizations.

Rigid Industries LED Lighting
Leadership: Jason Christiansen, CEO; Seth Anderson, CFO
Address: 779 N. Colorado St., Gilbert
Website: rigidindustries.com
What they do: Rigid Industries’ patented Hybrid and Specter optics and forward projecting LED lighting and quality products are designed, engineered, and assembled in the United States.
How they lead: Rigid Industries recently ranked 150th on Inc. 500 magazines’ Fastest Growing Companies list for 2013. Additionally, Rigid leads the industry as the fastest-growing LED lighting manufacturer and the fifth-fastest-growing in overall manufacturing in the U.S., proving to be one of the most innovative companies of 2013. From 2009-2012, Rigid experienced an exponential growth rate of 2,528 percent.

Scottsdale Golf Group
Leadership: Shelby Futch, CEO
Address: 6210 E. McKellips Rd., Mesa
Website: scottsdalegolfgroup.com
What they do: Scottsdale Golf Group owns and manages four public and three private golf courses. Futch founded the John Jacobs Golf Schools and Academies, with 12 locations across the USA and Canadian locations coming soon. John Jacobs Golf Schools and Academies is one of the oldest continuous  golf schools in the U.S. with more than 500,000 students instructed.
How they lead: Scottsdale Golf Group’s state-of-the-art teaching facilities utilize the finest computerized swing analysis equipment. Under the guidance of golf industry expert Futch, Scottsdale Golf Group has grown from the undisputed leader in golf instruction to become a master of club operations, management, and consumer marketing services as well.

Speedie & Associates, Inc.
Leadership: Gregg A. Creaser, CEO; Brett P. Creaser, CFO
Address: 3331 E. Wood St., Phoenix
Website: speedie.net
What they do: Speedie & Associates is a consulting engineering firm that specializes in geotechnical, environmental and construction materials testing and special structural inspection services.
How they lead: From its inception 33 years ago, Speedie & Associates has embraced and maintained a philosophy of providing a superior level of customer service to every one of its clients. The firm believes that listening to its clients, hearing the essence of what they’re saying, and fully understanding their expectations are the most important first steps in providing a superior service experience.

STORE Capital
Leadership: Morton H. Fleischer, chairman; Christopher H. Volk, president and CEO; Catherine Long, CFO
Address: 8501 E Princess Dr, Scottsdale
Website: storecapital.com
What they do: STORE Capital (the name stands for Single Tenant Operational Real Estate) is a leading provider of real estate lease capital for real estate intensive middle-market companies.
How they lead: STORE acquires customers’ commercial real estate they use to generate their profits and lease it back to them in a sale/leaseback transaction.  A real estate lease is not just a debt financing substitute for customers, but it’s both a debt and equity substitute, while also offering reduced monthly payments. This makes them less bank-dependent and more entrepreneurial, creating more efficient capitalization.

Sun Orchard™ Juicery
Leadership: Marc Isaacs, CEO; Jeff Anthony, CFO
Address: 1198 W. Fairmont Dr., Tempe
Website: SunOrchard.com
What they do: Sun Orchard™ is a national craft juice company offering an unmatched selection of exceptional juice products to food service businesses of all shapes and sizes.
How they lead: Sun Orchard built its business on freshness, taste, quality, people and being one step ahead. Sun Orchard’s family of experts’ tree-to-table mastery allows it to quickly turn emerging trends into cutting-edge juice products, giving its customers a quick-to-menu advantage and back-of-house efficiencies. Sun Orchard continues to work closely with its customers to help grow their businesses.

Synergis Education, Inc.
Leadership: Norm Allgood, CEO; Scott Wenhold, CFO
Address: 1820 E Ray Rd., Chandler
Website: synergiseducation.com
What they do: Synergis Education is a premium, full-service provider of educational services designed for college and university leaders who are not satisfied with the status quo.
How they lead: Synergis Education assists its partner institutions in gaining regional prominence, enrollment growth, and overall sustainability through continual improvement and best practices. Synergis is unique among education services providers in that it is positioned to work with the entire adult higher education market, remaining agnostic as to the delivery methods (online, face-to-face, blended, etc.).

University of Advancing Technology
Leadership: Jason Pistillo, CEO; Erika Garney, CFO
Address: 2625 W. Baseline Rd., Tempe
Website: uat.edu
What they do: University of Advancing Technology (UAT) is the technophile’s college experience — a community uniquely suited to provide students passionate about technology an ideal place to live and grow.
How they lead: UAT students graduate to become technological mavens, cyber warriors, elite game designers and advanced computer scientists. The university’s commitment extends far beyond its student body. UAT hosts a myriad of on-campus events, including the annual Avnet Tech Games, The Leonardo da Vinci Society for the Study of Thinking and many other various user groups.

WebPT
Leadership: Brad Jannenga, chairman, president and CTO; Paul Winandy, CEO; Jacob Findlay, CFO
Address: 605 E. Grant St., #200, Phoenix
Website: webpt.com
What they do: WebPT is the leading web-based electronic medical record (EMR) and practice management solution for physical therapists, occupational therapists, and speech-language pathologists.
How they lead: By creating an affordable, intuitive, and technologically sound cloud-based electronic EMR solution for rehabilitation therapists — practitioners excluded from the government’s meaningful use incentive under the HITECH Act — WebPT brought all the benefits of EMR to small, private therapy practices that would have otherwise fallen behind. WebPT has helped more than 24,000 therapists adopt EMR since 2008.

Wespac Construction, Inc.
Leadership: John Largay, CEO; Don Mann, CFO
Address: 9440 N. 26th St., #100, Phoenix
Website: wespacaz.com
What they do: Wespac is a commercial general contracting and construction management firm, offering a range of pre-construction and construction services in a variety of market sectors.
How they lead: Wespac has developed a specific system of project management tools to successfully complete the job. This comprehensive process is Wespac’s Systematic Building Approach™ (SBA™). The SBA™ is Wespac’s process to ensure constant communication, dedication, coordination and planning. Utilizing the SBA™, the team is able to ensure timely procurement of materials and equipment, keeping the build-out on track.

Wilson Electric Services Corp.
Leadership: Wes McClure, president; Todd Klimas, COO; Terry Oakes, CFO
Address: 600 E. Gilbert Dr., Tempe
Website: wilsonelectric.net
What they do: Wilson Electric is the Southwest’s leading, single-source provider of total facility solutions, including commercial construction, solar, and operations technology.
How they lead: Wilson Electric invests in each employee-owner’s success through a rigorous, in-depth corporate training program. The program begins with new hire orientation and continues throughout employment, blending in-house resources with industry experts. Topics range from effective project management and safety procedures to manufacturer certifications. Because of this, Wilson’s safety record is one of the best in the state.

education.business

Educators say executives can increase workplace value

Despite signs of what most people view as a recovering economy, more than half of Arizona’s workforce stresses over job security.

A recent University of Phoenix survey revealed that 61 percent of working adults worry about losing their jobs in the current economic climate and 20 percent anguish over it at least once a week.

“In a challenging economic environment, workers should be doing more to position themselves as leaders in their organizations, but the survey finds that many are holding back at work, and this can have a negative effect on performance and productivity,” said Dr. Sam Sanders, college chair for University of Phoenix School of Business and a former human resources executive with more than 20 years of hiring and employee relations experience. “Those who understand the big picture and how their own skill sets help their companies achieve goals should have more confidence and can have an advantage in the workplace.”

To separate themselves from others and to create more job security, many executives are strengthening their skill sets through education.

“The trends in executive education is for shorter duration programs than those that preceded the recession, with emphases on acquiring skills that lead to promotions or career advancement and new market opportunities,” said Dr. Kevin McClean, interim dean, Ken Blanchard College of Business at Grand Canyon University. “Another key ingredient is the opportunity to network. These objectives are not really different from those that motivated people to pursue executive education in the past.”

Executive trends

Some of the shifts that educators are incorporating into graduate business programs include more emphasis on leading in turbulent times, developing organizational talent, innovation and creativity, and flexible, participative strategic planning.

“Executives are being asked to take on more responsibility and act more holistic in understanding the interdependencies of people and functions in organizations,” said Dr. Kirk Wessel, dean of Angell Snyder School of Business at Ottawa University. “This is being reflected in curricula.”

Educators are also being asked to help prepare executives and business students to deal with increasingly more complex business issues.

“For example, rather than teaching executives innovation or risk, we are talking about ‘risk-bound innovation,’” said Dennis Baltzley, Ph.D., senior vice president of executive education at Thunderbird School of Global Management. “Leaders want to know how to create an environment of innovation, while creating a ‘boundary’ of risk management. We must innovate, but more than ever, a bad decision can be fatal.”

Baltzley said Thunderbird is also seeing a dramatic interest in global global leadership.
Our customers want to know how to lead effectively across borders, cultures, different business models and philosophies,” Baltzley said. “Since 2008, growth has been slow in the U.S. and other mature markets. This led many businesses to leap into emerging markets with the promise of double digit growth whether they were ready or not, and most were not as ready as they would have liked.”

Paul Melendez, assistant dean of executive education at the Eller College of Management at the University of Arizona, said he is seeing four specific trends:
* Customization: Executive education is becoming much more tailored to specific organizations, with programs, content, and learning customized to the unique needs of the organization. While many business schools still offer one- or two-week open-enrollment programs, organizations are finding it more beneficial to develop a program that is tailored to their executives.
* Consulting: The natural extension of customized programs is a consulting model where education and problem-solving are combined into a program. “We have helped organizations develop their culture, strategically plan, and develop a wide variety of business improvement plans through programs that also provide education for leaders,” Melendez said.
* Strategic partnerships: Eller Executive Education has developed strategic partnerships with Miraval and Canyon Ranch to offer programs that join cutting-edge leadership and management principles and with world-class health and wellness programs which they have dubbed “integrative leadership.”
* Privatization: A year ago the university spun Eller Executive Education out of the UA to allow greater operating flexibility. “As a result, we are now providing many more custom program for private, governmental, and non-profit organizations,” Melendez  said. “We have seen a number of other state business schools also privatizing their executive education organizations.”

Increasing your stock

Michael Bevis, director of academic affairs at University of Phoenix, said more executives have started to approach their careers in the same way they approach business management by focusing on building their personal brands.

“When you think about a company brand, it isn’t just about what you are communicating, but how that brand addresses the needs of the intended audience,” Bevis said. “One of the things I work on with executives and other business students at University of Phoenix, is developing a personal business plan that starts with the personal mission statement. You wouldn’t run a business without a plan and the same should be true about your career. If you are not setting goals, measuring progress and making sure your knowledge stays current and relevant, your personal brand — like that of a company’s — can become stagnant.”

So what programs are out there for executives to utilize to strengthen their brand?

* University of Phoenix: Within the MBA programs, concentrations allow executives to grow specific skills. It is common for executives or business owners to have specific knowledge about an industry or certain aspects of business management, but skills or knowledge gaps in other areas. Concentrations can help professionals hone certain skills, such as people management, finance or marketing.

* Thunderbird School of Global Management: Thunderbird offers a range of options from its short programs — less than a week — to its more in-depth MBA offerings. “We have a Global MBA Online that allows you to learn global business from anywhere in the world and an Executive MBA that’s on-campus, but provides a schedule suited to the working professional. “ Baltzley  said. “We also offer online certificate programs which are designed specifically for working professionals looking to improve their marketability and gain a leading edge over their competition.

* W. P. Carey School of Business at Arizona State University: “Our executive-education programs, such as our leadership development workshops and our certificate programs in real estate, supply chain management, and service excellence, can give executives deeper skills and expose them to new ideas,” said Amy Hillman, dean of the W. P. Carey School of Business. “However, if they want to move into leadership roles beyond their current functional areas, then the MBA is the best option, though short non-degree courses that develop leadership skills are also helpful.”

* Eller College of Management: Eller Executive Education offers a variety of week-long programs and year-long programs for leaders of different types of organizations. “We are also launching a program in early 2014 that is specifically oriented toward CEOs of mid-sized to large companies,” Melendez said.

* DeVry University: Keller Graduate School of Management offers seven specialized master’s degree programs and 13 graduate certificate programs.

* Ken Blanchard College of Business: GCU offers very practical programs that include a master’s in leadership, a masters in accounting, and a masters in public administration.

* Angell Snyder School of Business: Case teaching methodologies teach executives to think critically about all internal and external factors that come into play in developing effective organizational strategies, irrespective of the industry.

Moving forward

The most important message that educators have for executives who may be worried about maintaining their position in the current economic climate is to stay current on trends in your industry, keep your brand current by understanding how your skills and experience fit into the big picture of an organization.

“This past year, we were asked repeatedly how to be effective in managing a diverse, multicultural, and geographically dispersed workforce, and how to stay relevant in a Volatile, Uncertain, Complex and Ambiguous (VUCA) world,” Baltzley said. “Without question the term ‘VUCA’ has come of age and has several implications for executives who want to remain relevant today.”

To stay in the game, Baltzley has three pieces of advice for executives:
1. Get your head into what it means to think globally. If you think your company is domestic and American, and it will never go global, you are wrong, global is coming to you. In fact, global is probably already there, in the form of complex supply chain issues or direct competitors, so you better get prepared.
2. A term coined in the late 1970’s is important here – “Permanent Whitewater” – That is, if you think the whitewater is going to slow down, or that a calm patch is just around the corner, you are mistaken. You have to prepare yourself for leading in constant change in scale and speed.
3. Check your personal leadership style. Are you able to influence people very different than yourself? Do you enjoy variety, the unknown, surprises? Is your self-confidence and personal energy level pretty high? Do you like to test yourself, take some risks? If you can’t answer “yes” to most of these, you have some work to do to become a more adaptive leader.

Campbell Apartments

Marcus & Millichap Sells 24-Unit Campbell Apartments in Camelback Corridor

Marcus & Millichap Real Estate Investment Services has announced the sale of Campbell Apartments, a 24-unit apartment community located in the prestigious Biltmore area in Phoenix, Arizona. The asset commanded a sales price of $1,200,000 or $50,000 a unit.
Brian Tranetzki and Rich Butler, multifamily investment specialists in Marcus & Millichap’s Phoenix office, had the exclusive listing assignment to market the property and negotiated the transaction on behalf of the seller, a private individual from Southern California, and the buyer, a private capital investor out of Scottsdale, Ariz.
“Situated in one of the most prominent locations in the metro area, Campbell Apartments was acquired by the buyer due to its significant upside potential through the repositioning of the asset. Ultimately the buyer plans to leverage its vintage and urban midcentury architecture to appeal to the extensive rental pool of young professionals located throughout the Biltmore area, the epicenter of the city’s Financial District,” says Tranetzki.
Campbell Apartments is located on Campbell Avenue, just east of 24th Street and one-half mile south of Camelback Road in the picturesque Camelback Corridor, home to the city’s premier upscale shopping and dining destinations in the Biltmore Fashion Park, Camelback Colonnade and The Shops at Town & Country.
“Over the past 20 years, the Camelback Corridor has developed into one of the region’s premier urban centers, serving as Phoenix’s most well-known and desirable high-end office destination with more than 9 million square feet of multitenant office space. Notable area employers include Northwestern Mutual, Merrill Lynch, Northern Trust Bank, UBS, Alliance Residential Company and Fennemore Craig,” adds Butler.

Phoenix Pumps

LGE Announces Completion of Construction on the New Office / Warehouse for Phoenix Pumps

LGE Design Build recently completed construction on a 41,000 SF ground up office/warehouse building for Phoenix Pumps. This project showcases 9,000 SF of office, tilt construction, 24-foot clear height, one gib crane, two bridge cranes, one paint booth, four coiling doors, epoxy flooring in the warehouse and carpet and tile in the office areas. This project was designed and permitted in five months and was complete on time and under budget. Phoenix Pumps, Inc. is a full-service repair center for pumps, meters, filters, motors and controls. Phoenix Pumps, Inc. is a licensed contractor in Phoenix.

Versante

Cushman & Wakefield Completes $15M Sale of Versante Apartments in Tempe

Cushman & Wakefield of Arizona, Inc. has completed the $15 million sale of the Versante Apartments, 1330 W. Broadway Rd.

The apartment building was constructed in 1971 and contains 240 apartment units totaling 184,752 square feet. The property currently boasts 94 percent occupancy.

Gelt, Inc. of Tarzana, Calif., purchased the property from Principal Real Estate Investors, one of the largest institutional real estate managers in the United States.

“This sale is representative of a recent trend with older properties,” says Jim Crews, Senior Director with Cushman & Wakefield. “Investors seeking excellent returns and better locations are able to purchase great infill properties such as Versante. After a few modest interior improvements, this asset will provide residents and Gelt with an appealing apartment building in an outstanding location.”

Crews and Brett Polachek of Cushman & Wakefield successfully marketed the property for sale and procured the buyer.

Marina Heights rendering courtesy of DAVIS.

More Than $1B In Valley Economic Development Projects Announced In Banner 48-Hour Period

 

It could be the best 48 hours ever for Valley development and commercial real estate: three projects and more than $1B in economic impact.

In the past 48 hours plans were revealed for three major investment and construction projects in Metro Phoenix, including today’s announcement of the $600M Marina Heights mixed-used development on Tempe Town Lake.

>> Grand Canyon University yesterday selected DMB Associates’ Eastmark development in Mesa for its $150M East Valley satellite campus. GCU has the right to purchase 100 acres at Eastmark with an option to add up to 60 additional acres for future expansion.

>> USA Place, LLC, has been selected to develop a new 330-room Omni Hotel and 30,000 SF conference center on a 10.5-acre site located at the SEC of Mill Avenue and University Drive in Tempe, subject to Tempe City Council and Arizona Board of Regents final approval of development agreements. In addition to the hotel and conference center, the $350M mixed-use development will include a new national headquarters and training center for USA Basketball, a 4,500-seat event center, 500 luxury apartments, 160,000 SF of retail and up to 200,000 SF of office space, including the new home for Arizona Interscholastic Association events.

The crowning jewel of the two-day development splash was announced this morning at the Carson Center on the ASU campus. Marina Heights is a 20-acre, mixed-use development that will include five office buildings leased by State Farm, retail amenities and a 10-acre plaza to be constructed over the next four years.

The 2 MSF project, considered the “largest office deal in Arizona history,” will be constructed on ASU land and developed by Sunbelt Holdings and Ryan Companies, US, Inc. Speakers included Gov. Jan Brewer, Tempe Mayor Mark Mitchell, State Farm Senior Vice President Mary Crego, ASU President Dr. Michael Crow, Sunbelt Holdings CEO and President John Graham, and Ryan Companies, US, Inc. CEO and President Pat Ryan and Southwest Regional President John Strittmatter.

“We are so proud to be a part of the team that is bringing this major corporate project and thousands of new jobs to Tempe. With the completion of this transit-oriented development, the vision for Tempe Town Lake will be realized,” Graham said.

Ryan Companies begins construction this month. The 20-acre mixed-use development will include five office buildings leased by State Farm, retail amenities and a 10-acre plaza that will be constructed over the next four years. The first 370,000 SF building is expected to be complete by mid-2015.

“Along with our design/build partner DAVIS, we are thrilled to unveil the renderings and design of this new campus today,” Strittmatter said. “We look forward to celebrating many more construction milestones over the next four years.”

Marina Heights is adjacent to ASU Sun Devil Stadium and ASU’s Athletic Facilities District.

“The groundbreaking demonstrates our partnership with State Farm who shares our strong commitment to education and the development of future generations. We look forward to opportunities to expand this partnership in new areas as advances in innovation and information technology provide opportunities for future programs,”  Crow said.

The new facility will provide claims, service and sales support to State Farm customers. Once completed, State Farm will have capacity for up to 8,000 employees in Metro Phoenix.

“We are pleased to be part of this collaborative project as we expand to a multi-functional facility in Tempe,” Crego said. “This is one of many changes to position State Farm to meet the evolving needs of our customers and better serve communities across North America.”

“We are proud State Farm has chosen Tempe for this major employment center,” Mayor Mitchell said. “This corporate expansion will be the catalyst for attracting thousands of jobs and even more quality development around Tempe Town Lake. We look forward to welcoming State Farm employees into our community and hope that Tempe will be their city of choice to live, work and play.”

“Arizona has cultivated one of the premier business climates in the nation, and companies are taking notice,” Gov. Brewer said. “I thank State Farm and its development partners for recognizing everything our state has to offer. This project is great news for the Arizona economy, and testament to our pro-growth principles and highly-skilled workforce.”

Award-winning architectural design firm DAVIS completed the design portion of the Marina Heights project, the single largest office development deal in Arizona history. It will include five buildings, ranging in size from 6 to 16 stories and spanning 20 acres along Tempe Town Lake.

The multi-building design will offer retail amenities including coffee shops, restaurants and fitness facilities. The site will also feature a 10-acre lakeside plaza, which will be open to the public. Designed to complement the Tempe skyline, the complex will be an iconic landmark developed with a visionary concept that is minimalist, elegant and functional.

“We presented a bold vision for Marina Heights and State Farm: Five glass and stainless steel tower monoliths that will shimmer in the desert sun — cubist cloud towers floating above the lakefront,” said Principal Architect and project designer, Richard Drinkwater, AIA.

“The towers are minimalist with pristine, prismatic forms sculpted with deep insets and terraces strategically incised to create interlocking volumes. Tower heights are differentiated for skyline effect and are covered entirely in clear, reflective and fritted glass and stainless steel, reflecting and refracting the environment. This presents unique, ever changing views of the building as one’s vantage point changes. The design also includes a richly landscaped urban plaza, framed by metal podium structures, that engages the lake and park.”

USA Place

Principals of USA Place, LLC, include Susan Eastridge, CEO of Concord Eastridge; Michael Hallmark, principal of Future Cities; and Robert Harris, CEO of Harris Sports & Entertainment.

At a board meeting on July 25, USA Basketball’s Board of Directors approved the move to Tempe and USA Place as the home of its new national headquarters and training center.

The location, described by the developers as one of the most important urban sites in the Southwest, is adjacent to ASU’s main campus and Tempe’s Mill Avenue District, a short walk to light rail stations and minutes from Phoenix Sky Harbor International Airport.

The mixed-use plan created by Future Cities emphasizes walkable urban neighborhoods with four- and five-story residential units above retail shops, restaurants and services. Parking is designed to be primarily below grade and in one parking structure at the corner of 10th Street and Myrtle.

The full-service Omni Hotel will be Tempe’s first four-diamond hotel. With 58 distinctive luxury hotels and resorts across North America, Omni Hotels & Resorts is recognized as a market leader for group and transient business as well as with leisure travelers. The adjacent 30,000 SF conference center will feature a grand ballroom capable of seating 1,000 for dining, a junior ballroom and meeting space.

The site’s other major anchor will be USA Basketball, which will relocate its national headquarters and training center to USA Place in the fall of 2015. Currently based in Colorado Springs, Colo., USA Basketball serves as the national governing body for men’s and women’s basketball in the U.S.

It is officially recognized by the United States Olympic Committee and the International Basketball Federation (FIBA) as being solely responsible for the selection, training and fielding of USA teams that compete in FIBA sponsored international basketball competitions, including the Olympics and World Championships.

Led by Chairman Jerry Colangelo, USA Basketball’s programming for men and women includes U16 (16 years old and under), U17, U18, U19 and the national teams. USA Basketball also features national teams for 3×3 competitions, and a youth development program which provides kids, parents and coaches with instructional and educational resources. USA teams are the reigning men’s and women’s champions in the Olympics and currently rank No. 1 in all five of FIBA’s world ranking categories, including men, women, boys and girls.

A new multi-court event center, with seating up to 4,500, will serve as the training site for USA Basketball primarily in the summer months and for regional youth and adult recreational and competitive athletics programming the rest of the year. A third USA Place development partner, former Phoenix Suns V.P. Robert Harris, will manage the facility and create original programming for the center including tournaments, camps, leagues and clinics.

“This is an exciting and an incredible opportunity that offers nothing but positives for USA Basketball,” Colangelo said. “USA Place will offer USA Basketball an excellent site for the development of its office headquarters, a training center and event center that will provide the organization with a first-class site for hosting junior level events and will allow USA Basketball to continue to evolve.”

“The new USA Basketball headquarters and training center will be first-class, state of art facilities, something I know we will be very proud of.”

In addition to USA Basketball, the Arizona Interscholastic Association (AIA) will also host programming at the event center, which will include post season state high school tournaments for boys and girls basketball, volleyball, wrestling, badminton and spiritline. High schools will also have an opportunity to participate in regular season “Games-of-the-Week” there. AIA is the primary governing body for high school athletics in Arizona.

The AIA’s Chuck Schmidt said he believes the move will create more opportunity for high school programs.

“We’re very excited to have a permanent home where we can host our events. Being able to share a home court with USA Basketball will be a remarkable experience for our kids,” he said.

Omni executives recognize the Tempe site and development concept as important to Omni’s brand.

“USA Place is our first property development in the Valley, which is important to our brand development strategy as well as for our guests,” said Mike Deitemeyer, president of Omni Hotels & Resorts. “The complex presents Tempe with great synergistic opportunities, and we are committed to ensuring that the Omni Tempe Hotel, and our team, is engaged Tempe community, Greater Phoenix region and state.”

The site is located next to ASU’s Tempe campus on land owned by ASU. USA Place, LLC, is entering into a long-term ground lease with a base term of 99 years. ASU and the City of Tempe have formed a partnership to support the creation of the conference center and as a result, the conference center will revert to public ownership after twenty years.

Construction of the project is planned to begin by year-end with the hotel, conference center, event center and first phase of residential, retail and office scheduled to open during the second half of 2015.

GCU at Eastmark

Other sites considered for the new GCU campus were Chandler, Gilbert, Queen Creek and Tempe.

“In selecting the Eastmark site, we were especially impressed with the integrated community concept DMB is creating,” said Brian Mueller, president and CEO of GCU.

“This environment will give our students, faculty and staff an exciting place to learn, work and play while being an integral part of the East Valley community. We believe our presence will benefit the entire region by providing the option of a low-cost, high-quality Christian education to all its residents,” Mueller said.

DMB’s Eastmark community will be situated on 3,200 acres in the center of the Gateway region in Mesa, just minutes from the Phoenix-Mesa Gateway Airport.

“We are thrilled to be the future home of GCU, its faculty, students and staff,” said Charley Freericks, president of DMB. “DMB communities feature a focus on lifelong learning and GCU’s unique model for post-secondary education will bring a wealth of learning opportunities to Eastmark and to all of the East Valley.”

Construction of the new campus is expected to begin in 2014, with a prospective opening date in 2015. The university’s plan is to purchase up to 160 acres located east of Ellsworth Rd. and Point 22 Blvd. The 7-year build-out of the campus will include offices and administration space, classrooms, labs, library, a student union, student dorms, recreational fields and parking.

“The East Valley, and specifically Mesa’s Gateway area, is emerging as a destination for high-quality higher education. We are honored to welcome Grand Canyon University to Mesa, Arizona’s newest college town,” said Mesa Mayor Scott Smith.

Until the opening of the new campus, the GCU team will have a space in Eastmark’s visitors and community center this coming year for prospective students to come and learn more about the school as well as the new campus.

So that they can begin offering classes in the fall of 2014, the university is looking into leasing space in the Eastmark area. When the campus opens in 2015, those students would then transfer to the new location.

 

GCU Campus

Mesa, Eastmark land new GCU campus

Grand Canyon University today officially selected DMB Associates’ newest community, Eastmark in Mesa, as the site for its new, $150M satellite campus.

The university will be given the right to purchase 100 acres at Eastmark with an option to add up to 60 adjacent acres for future expansion. Other sites considered for the new GCU campus were Chandler, Gilbert, Queen Creek and Tempe.

“In selecting the Eastmark site, we were especially impressed with the integrated community concept DMB is creating,” said Brian Mueller, president and CEO of GCU.

“This environment will give our students, faculty and staff an exciting place to learn, work and play while being an integral part of the East Valley community. We believe our presence will benefit the entire region by providing the option of a low-cost, high-quality Christian education to all its residents,” Mueller said.

DMB’s Eastmark community will be situated on 3,200 acres in the center of the Gateway region in Mesa, just minutes from the Phoenix-Mesa Gateway Airport.

“We are thrilled to be the future home of GCU, its faculty, students and staff,” said Charley Freericks, president of DMB. “DMB communities feature a focus on lifelong learning and GCU’s unique model for post-secondary education will bring a wealth of learning opportunities to Eastmark and to all of the East Valley.”

Construction of the new campus is expected to begin in 2014, with a prospective opening date in 2015. The university’s plan is to purchase up to 160 acres located east of Ellsworth Rd. and Point 22 Blvd. The 7-year build-out of the campus will include offices and administration space, classrooms, labs, library, a student union, student dorms, recreational fields and parking.

“The East Valley, and specifically Mesa’s Gateway area, is emerging as a destination for high-quality higher education. We are honored to welcome Grand Canyon University to Mesa, Arizona’s newest college town,” said Mesa Mayor Scott Smith.

Until the opening of the new campus, the GCU team will have a space in Eastmark’s visitors and community center this coming year for prospective students to come and learn more about the school as well as the new campus.

So that they can begin offering classes in the fall of 2014, the university is looking into leasing space in the Eastmark area. When the campus opens in 2015, those students would then transfer to the new location.

technical education career training looking at petri dish

Arizona Students Awarded United Health Scholarships

Six Arizona students have been awarded a scholarship from United Health Foundation’s Diverse Scholars Initiative to pursue a career in health care. The students  joined future health leaders from across the country in Washington, D.C. for the United Health Foundation’s Fifth Annual Diverse Scholars Forum.

Kaitlyn Benally of Tuba City is a sophomore at Northern Arizona University studying biomedical sciences, with the goal of educating people about the risks associated with diabetes.

“I hope to make a difference as a member of the future health workforce by working with children and their parents to help them understand the benefits of healthy living,” she said. “Diabetes is a growing health concern on the reservation. I will educate people about the risks and show them ways to improve their lifestyle to become healthier.”

Another scholarship winner, Cecilia Espinoza of El Mirage, is studying nursing at Grand Canyon University. After watching her father pass away from cancer, she decided to pursue a career as an oncology nurse.

Other Arizona scholarship recipients, and their areas of study, include:

* Regis Maloney of Tonalea, Environmental Health at Dine College
* Jeffrey Sleppy of Chinle, Biology at Dine College
* Lorenza Villegas-Murphy of Litchfield Park, Nursing at Arizona State University
* Mycolette Anderson of Lukachukai, Nursing at Dine College

United Health Foundation’s Diverse Scholars Initiative, through its partner organizations, awarded $1.2 million in scholarships in the 2012-2013 school year to 200 students from diverse, multicultural backgrounds, with nearly $2 million in scholarships announced for 2013-2014. This is part of the foundation’s ongoing commitment to build a more diverse health care workforce.

By the end of 2013, United Health Foundation will have awarded $10 million in scholarships to diverse students pursing health careers. Nearly 70 scholarships have been awarded in Arizona since 2007.

“We know patients do best when they are treated by people who understand their language and culture,” said Kate Rubin, president, United Health Foundation. “United Health Foundation is grateful for the opportunity to support these outstanding students who are demonstrating impressive purpose and passion and who will help lead the way to better health access and outcomes.”

United Health Foundation made the announcement at its fifth annual Diverse Scholars Forum, which brings more than 60scholarship recipients to Washington, D.C., July 24-26 to celebrate the scholars and inspire them to work toward strengthening the nation’s health care system. This year’s event gives these future health care professionals the opportunity to meet and interact with members of Congress and leaders from a variety of health care fields.

According to the American Medical Association and Association of American Medical Colleges, the number of multicultural health professionals is disproportionately low when compared to the overall population. For example, while about 15 percent of the U.S. population is Hispanic/Latino, only 5 percent of physicians and 4 percent of registered nurses are Hispanic/Latino. About 12 percent of the population is African American, yet only 6 percent of physicians and 5 percent of registered nurses are African American.

Given the changing demographics in the United States and the volumes of people entering the health care system due to the Affordable Care Act, there is an even greater need for a more diverse health care workforce.

Research shows that when patients are treated by health professionals who share their language, culture and ethnicity, they are more likely to accept and adopt the medical treatment they receive1. Increasing the diversity of health care providers will reduce the shortage of medical professionals in underserved areas, reduce inequities in academic medicine and address variables – such as language barriers – that make it difficult for patients to navigate the health care system.

“We are pleased to support these exceptional students in their efforts to achieve their educational goals and work to improve our health care system,” said Rubin. “The Diverse Scholars Initiative helps these scholars fund their education, and gives them an opportunity to learn from one another and interact with experts who are leading the way in improving patient care.”

United Health Foundation’s Diverse Scholars Initiative is one facet of the foundation’s commitment to build and strengthen the health workforce. United Health Foundation supports additional programs like STEMPREP, which aims to produce the next generation of researchers in the science, technology, engineering, mathematics and medical fields. The foundation also supports A.T. Still University’s Connect the Docs Graduate Loanship Program that provides loan repayments to four qualifying graduates who secure jobs in community health centers.

For more information about the Diverse Scholars Initiative, visit www.unitedhealthfoundation.org/dsi.html.

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Grand Canyon University's New Campus To Be Located In Mesa's Eastmark Community

 

Grand Canyon University today officially selected DMB Associates’ newest community, Eastmark in Mesa, as the site for its new, $150M satellite campus.

The university will be given the right to purchase 100 acres at Eastmark with an option to add up to 60 adjacent acres for future expansion. Other sites considered for the new GCU campus were Chandler, Gilbert, Queen Creek and Tempe.

“In selecting the Eastmark site, we were especially impressed with the integrated community concept DMB is creating,” said Brian Mueller, president and CEO of GCU.

“This environment will give our students, faculty and staff an exciting place to learn, work and play while being an integral part of the East Valley community. We believe our presence will benefit the entire region by providing the option of a low-cost, high-quality Christian education to all its residents,” Mueller said.

DMB’s Eastmark community will be situated on 3,200 acres in the center of the Gateway region in Mesa, just minutes from the Phoenix-Mesa Gateway Airport.

“We are thrilled to be the future home of GCU, its faculty, students and staff,” said Charley Freericks, president of DMB. “DMB communities feature a focus on lifelong learning and GCU’s unique model for post-secondary education will bring a wealth of learning opportunities to Eastmark and to all of the East Valley.”

Construction of the new campus is expected to begin in 2014, with a prospective opening date in 2015. The university’s plan is to purchase up to 160 acres located east of Ellsworth Rd. and Point 22 Blvd. The 7-year build-out of the campus will include offices and administration space, classrooms, labs, library, a student union, student dorms, recreational fields and parking.

“The East Valley, and specifically Mesa’s Gateway area, is emerging as a destination for high-quality higher education. We are honored to welcome Grand Canyon University to Mesa, Arizona’s newest college town,” said Mesa Mayor Scott Smith.

Until the opening of the new campus, the GCU team will have a space in Eastmark’s visitors and community center this coming year for prospective students to come and learn more about the school as well as the new campus.

So that they can begin offering classes in the fall of 2014, the university is looking into leasing space in the Eastmark area. When the campus opens in 2015, those students would then transfer to the new location.

 

Edgar Staren

CEO Series: Dr. Edgar Staren, Cancer Treatment Centers of America

Dr. Edgar Staren is the CEO and President of the Cancer Treatment Centers of America at Western Regional Medical Center in Goodyear, Ariz. Az Business Magazine and Grand Canyon University invited Dr. Staren to speak to an intimate audience of one hundred Arizona business owners and executives at Grand Canyon University on June 27th. In this lecture he shares his first hand experience as a cancer survivor and the importance of empowering the patient to be in control of their treatment. Dr. Staren also speaks to the value of not only technological innovation, but process innovation in health care and other industries.

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The changing role of nurses

They are the healthcare providers that will see 22 percent job growth – more than any other occupation – through 2018. They are the communicators. They bridge the gap in the medical industry. They are the part of the healthcare team that makes sure that the right patient is in the right place getting the right thing done.

They are nurses and they are now taking on more specialized roles, applying advanced technologies and filling voids created by an anticipated shortage of primary care physicians.

“We are encouraging our nurses to return to school to advance their degree,” said Deborah Martin, senior director of professional practice at Banner Health. “Patients are much more complex in our hospitals, as well as in the home and our communities … Nurses need to have higher levels of education to manage these complexities in all settings where nurses practice. Advanced degrees are now required for our upper level nursing managers.”

About 10,000 Baby Boomers reach retirement age every day, fueling the long-term demand for specialized nurses. To help fill that need, Arizona State University implemented the Adult-Gerontology Nurse Practitioner Doctor of Nursing Practice (DNP) concentration.

“It will prepare nurse practitioners to deliver primary care to adults throughout their lifespan with increased emphasis on care of the aging population,” says Katherine Kenny, clinical associate professor and director of the DNP program at ASU.

Johnson & Johnson’s website lists more than 3,000 capacities in which nurses can be employed — from school nurses to jailhouse nurses. Nurses practice in hospitals, schools, homes, retail health clinics, long-term care facilities, battlefields, and community and public health centers. Everywhere there are people, there are patients, and everywhere there are patients, there are nurses.

“Nurses are becoming more influential in the policy changes that are occurring with the Affordable Care Act,” Kenny says. “More nurses are practicing in ambulatory care settings and public and community health.”

Arizona educational institutions are now offering a wide range of educational opportunities which support the nursing profession’s challenge to improve patient care outcomes for individuals, systems, and organizations. And because of skyrocketing healthcare costs, preventative care and education have become integral elements in reducing chronic illness and minimizing re-hospitalization.

“Nurses are now specializing in everything from palliative care and managing chronic illness, to maintenance and preventative care,” says Ann McNamara, dean of Grand Canyon University’s College of Nursing. McNamara says students at GCU are spending more time concentrating on home healthcare and hospice in their new hands-on simulation labs, complete with live actors, computer-operated mannequins, and dynamic patient scenarios.

Angel MedFlight provides air medical transportation services from bedside to bedside.  The company’s CEO, Jeremy Freer, says “[Our] nurses are able to put all the components of the puzzle together and make the medical flight process more efficient, effective and compassionate.”

Nurses are also assessing the long-range healthcare needs of patients.

“Where once the hospital nurse’s prime responsibility was to provide the best care possible that the patient needed at that moment, now the nurse is also focused on what happens next,” explains Maggi Griffin, vice president of patient care services at John C. Lincoln Health Network.

Griffin says that patient discharge planning and post-hospitalization follow up are other key roles of the evolving nursing profession.

Advancements in technology have significantly enhanced patient care in recent years.  Nurses now have the ability to monitor patient conditions remotely, and electronic health records enable nurses to track, evaluate, and document patient information.

“Technology is opening doors to deliver nursing care in new and innovative ways, often serving as a second set of eyes to enhance patient safety or monitoring patients from their homes,” says Deborah Martin, senior director of professional practice at Banner Health. Martin adds that Medication Bar Coding is another example of how technology is helping nurses be more effective and prevent errors.

Due to the skyrocketing cost of healthcare in general, nurses are becoming more involved in a patient’s primary care.

“As advanced practice providers of healthcare, nurses with master’s and doctoral degrees are able to deliver high quality care to patients in their own individual practice,” Martin says, “as well as work side by side with physicians to provide care in a more cost effective manner.”

“As the major component of hospital rosters, nurses’ salaries account for a significant part of any hospital budget,” Griffin adds. “With financial stresses coming from the economy, from government healthcare program budget cuts and from other areas, nursing is much more tightly controlled.”

A decade ago, nursing shifts were scheduled regardless of room occupancy. Currently, industry experts say those staffing schedules fluctuate based on patient population in each unit.

The other major shift is in the demand for specialized nurses. Julie Ward, chief nursing officer at St. Joseph’s Hospital and Medical Center, says specialties have nurses working in both the inpatient and outpatient settings.

“We are also exploring roles for nurses to shepherd groups of patients through the maze of care,”  Ward says. St. Joseph’s nurses make follow-up phone calls to patients to ensure the patient is safe and able to follow their discharge instructions, Ward says.

Still, the primary evolution of the nursing industry has been in higher education. Gone are the days when nurses were simply bedside attendants. Now, they are replacing the expensive medical doctors and are running their own practices as Family Nurse Practitioners (FNPs) and in other upper level specialties. Most hospitals are encouraging their nurses to return to school to improve their knowledge base and advance their degrees.

The Robert Wood Johnson Foundation (RWJF) and the Institute of Medicine of the National Academies (IOM) launched a two-year initiative to respond to the need to assess and transform the nursing profession. The IOM appointed a Committee on the RWJF Initiative on the Future of Nursing for the purpose of producing an action-oriented blueprint for the future of nursing. Through its deliberations, the committee developed four key messages:

* Nurses should practice to the full extent of their education and training.

* Nurses should achieve higher levels of education and training through an improved education system that promotes seamless academic progression.

* Nurses should be full partners, with physicians and other health care professionals, in redesigning health care in the United States.

* Effective workforce planning and policy making require better data collection and information infrastructure.

“We are encouraging our nurses to return to school to advance their degree,” Martin says. “Patients are much more complex in our hospitals, as well as in the home and our communities. As noted by the IOM, nurses need to have higher levels of education to manage these complexities in all settings where nurses practice. Advanced degrees are now required for our upper level nursing managers.”

GCU - TNA Wrestling

Grand Canyon earnings exceed expectations

Grand Canyon Education Inc.’s shares soared Wednesday after the for-profit education company reported first-quarter results that far exceeded market expectations, and it issued a strong full-year forecast.

The Phoenix-based company, which offers both on-campus and online courses, reported after the market closed Tuesday that its net income increased nearly 45 percent to $20.9 million, or 46 cents per share, from $14.5 million, or 32 cents per share in the prior year. It earned 43 cents per share on an adjusted basis.

Revenue increased 21 percent to $142 million from $117.1 million last year, as enrollment increased.

Analysts polled by FactSet, on average, were expecting the company to earn 39 cents per share, on revenue of $137.9 million.

Grand Canyon also said that it expects to earn between $1.76 and $1.79 per share for the year on revenue between $577.5 million and $583.5 million. Analysts were anticipating earnings of $1.72 per share on revenue of $577.2 million.

Ian Kennedy

D-backs announce 2013 promotional schedule

The Arizona Diamondbacks have announced the 2013 promotional schedule, which includes three bobbleheads, a Wade Miley Garden Gnome and more than a dozen additional promotional items throughout the season. Individual tickets for each of these games, including Opening Day on April 1 vs. the St. Louis Cardinals, will go on sale on Mar. 4. Tickets can be purchased in person at the Chase Field Ticket Office, online at dbacks.com or by calling 602.514.8400. Fans can also access exclusive presale opportunities by becoming a D-backs Insider at dbacks.com.

The first of the three bobbleheads is the Aaron Hill #BiCycle Bobblehead that will honor Hill for his two cycles last season (June 8). The other two bobbleheads will feature fan favorites Paul Goldschmidt (Aug. 10) and Miguel Montero (Sept. 14). The Montero bobblehead will be given away on Hispanic Heritage Day.

New this year, the D-backs will host a street festival prior to three games throughout the season (Apr. 1, Apr. 13, May 11, Sept. 14) that will feature food trucks, D-backs inflatables and several activities before fans enter the stadium.

Also on the promotional schedule are several $5 College Nights, School Family Nights, Choir Nights and Senior Days as well as Stitch & Pitch (April 13), four educational field trip days (April 29-May 2) and events for the Girl Scouts (May 11), a Camp Day (June 19), Cheer Night (August 31) and a Band Night (September 28). Three Mystery Ball events are also planned for April 27, June 8 and August 10. The club will host post-game fireworks shows, presented by Gila River Casinos, following 10 Friday night home games.

The D-backs 2013 promotional dates are available at dbacks.com/giveaways, with highlights below:

· 2013 Magnet Schedule, courtesy of Pepsi (First 50,000 fans on April 1 vs. Cardinals)
· APS Green Series (April 12-14 vs. Dodgers)
· Beat LA T-shirt, courtesy of Gila River Casinos (First 20,000 fans on April 13 vs. Dodgers)
· Jackie Robinson Day (April 25 vs. Rockies)
· D-backs Outdoor Recreation Night (April 27 vs. Rockies)
· Wade Miley Garden Gnome, courtesy of Sanderson Ford (First 20,000 fans on April 27 vs. Rockies)
· Faith & Family Night Concert, presented by Grand Canyon University (May 10 vs. Phillies)
· Mother’s Day Tote Bag, courtesy of Pepsi (First 5,000 moms on May 12 vs. Phillies)
· Boy Scout Night Sleepover (May 24 vs. Padres)
· D. Baxter Fan, courtesy of CenturyLink (First 10,000 fans on May 25 vs. Padres)
· D-backs Memorial Day Doubleheader (May 27 vs. Rangers)
D-backs Snapback Cap, courtesy of Budweiser (First 5,000 fans 21 and older at the 12:40 p.m. game on May 27 vs. Rangers)
· Aaron Hill #BiCycle Bobblehead, courtesy of Arizona Sports 620 (First 20,000 fans on June 8 vs. Giants)
· Bark in the Park, presented by Pet Club (June 9 vs. Giants)
· MLB Network Drawstring Bag (First 20,000 fans June 22 vs. Reds)
· D-backs Stars and Stripes T-shirt, courtesy of Ram Trucks (First 15,000 fans on July 5 vs. Rockies)
· D-backs Playing Cards, courtesy of Gila River Casinos (First 5,000 fans 21 and older on July 12 vs. Brewers)
· Native American Recognition Day (July 13 vs. Brewers)
· D-backs Beach Towel, courtesy of Gila River Casinos (First 20,000 fans on July 13 vs. Brewers)
· Back-To-School Backpack, courtesy of Cox Communications (First 5,000 kids on July 14 vs. Brewers)
· D-backs Luchador Mask (First 20,000 fans on July 27 vs. Padres)
· Paul Goldschmidt Bobblehead (First 20,000 fans on August 10 vs. Mets)
· Miguel Montero Growth Chart, courtesy of Arizona Milk Producers (First 5,000 kids on August 11 vs. Mets)
· D-backs Alumni Night (August 31 vs. Giants)
· Labor Day Game (September 2 vs. Blue Jays)
· Faith & Family Night Concert, presented by Grand Canyon University (September 13 vs. Rockies)
· D-backs Hispanic Heritage Day, presented by Budweiser (September 14 vs. Rockies)
· Miguel Montero Bobblehead, courtesy of Subway (First 20,000 fans on September 14 vs. Rockies)
· D-backs Luchador Cape, courtesy of Circle K (First 5,000 kids on September 15 vs. Rockies)
· Bark in the Park, presented by Pet Club (September 15 vs. Rockies)
· Roberto Clemente Day (September 18 vs. Dodgers)
· D-backs Car Show Street Festival (September 29 vs. Nationals)
· 2014 Magnet Schedule (First 20,000 fans on September 30 vs. Nationals)

The D-backs 4-Pack will be available starting March 4 and will allow fans to choose any four games with affordable seating options in all levels at Chase Field. Also on March 4, the D-backs Value Pack will be available for single-game purchase.  For $21, fans will receive a game ticket in the bleachers, a regular size hot dog, a 24 ounce drink, and a special offer from Subway®. For more information on ticket packages, visit www.dbacks.com/tickets.

Grand-Canyon-University

Grand Canyon University looks to expand

Administrators at Grand Canyon University say they’re seeking bids from Tempe, Gilbert, Mesa, Queen Creek and Chandler for another campus.

The Arizona Republic reports that GCU also may build elsewhere in the southwest such as Las Vegas and Albuquerque, N.M.

Officials with the private Christian college say a growing number of students from the Mesa area attend GCU’s main campus in west Phoenix, but most find the commute too difficult.

The 63-year-old university went public with stock traded on Nasdaq in 2008 and has been expanding its campus since then.

A deal that would have allowed GCU to move into a vacant campus in Massachusetts earlier this year fell through because the land was too remote and underdeveloped.

education.business

Executives look to broaden knowledge base

The economic downturn created new levels of pressure that businesses never experienced.
Costs had to be contained. Operations had to be streamlined. The workforce had to be as lean and as efficient as possible.

It created pressure and questions for employees, too, as they questioned whether or not they had the skill sets necessary to survive and thrive during any economic crisis.

“We have seen a number of people enter our Ken Blanchard Executive MBA and MBA program as a response to the most recent (economic) downturn,” says Kevin Barksdale, dean of the Ken Blanchard College of Business at Grand Canyon University. “Some have done so because they had become unexpectedly unemployed.  Others as a hedge against that possibility.”

One thing educators say you can bank on, though, is that in the wake of the recession, fewer firms are paying for school.

“The current economic conditions have created more of a ‘hirers’ market and firms are looking for more educated people for their talent pool,” says Bill Berry, dean of the University of Phoenix School of Business. “These firms are paying less for education, but still want a well-educated workforce.”

As a result, Valley educators who cater to executives who aspire to prepare themselves for new levels of leadership have had to learn to become more nimble and adaptable with their curriculum and methods.

“The environment has been so unstable and change has become so constant,” Barksdale says, “that we have had to be willing to move quickly to support our executive students.”

One new program that is catering to the changing demands of the workforce and need for immediacy in the business community is the Master’s in Management (MiM) program at Arizona State University’s W. P. Carey School of Business. The program launches this semester.

(MiM) degrees are shortened programs that cost less, don’t require years of work experience, and provide recent graduates with the business fundamentals they will need to launch themselves into the workforce faster than MBA programs. A survey by the Graduate Management Admission Council (GMAC) reports a 69 percent spike in applications for MiM programs in the United States.

“GMAT takers and MBA applicants are getting younger and have less experience, signaling an increased demand for graduate business training without the work experience typically associated with an MBA,” says Dawn Feldman, executive director of the Center for Executive and Professional Development at the W. P. Carey School of Business. “In addition, employers have been indicating they need employees with strong problem-solving skills and fundamental business knowledge. Our MiM program is just nine months long and helps new grads to complement their existing knowledge from other fields with a basic business foundation. MiM programs already have a long record of success with students and employers in other areas of the world, such as Europe. We’re enthusiastic about the diversity of our incoming class.”

ASU’s MiM program is designed to take aspiring entrepreneurs and students from non-business backgrounds and teach them real-world skills that can immediately be translated and applied to a professional work environment and give them an edge in the competitive job market.

The University of Phoenix also offers its own Master of Management degree.
“Because University of Phoenix adapts our course curriculum based on changing industry trends and skills employers are looking for in their workforce,” Berry says, “the Master of Management degree is best fitting with the stated needs of today’s employers focusing on the skills required to work in a highly collaborative and culturally diverse organization.”

While those entering the workplace are looking for an edge on the competition, developing talent already working in the trenches was something that was a luxury during the economic downturn.

But as the economy transitions from recession to recovery mode, businesses are starting to focus on positioning themselves for future growth and developing internal talent.

“In the last six months we’ve seen a real increase in the number of organizations inquiring about leadership development opportunities for their employees,” Feldman says. “They know that their internal efforts alone aren’t enough. They’re seeking opportunities to develop people by exposing them to the business perspectives and practical knowledge that faculty at the W. P. Carey School of Business are uniquely positioned to share.”

With that in mind, the Center for Executive and Professional Development created the Leadership Development Workshops, a series of five standalone courses on topics that range from driving employee engagement to leading effective team processes. The workshops are designed for managers, project or team leaders, and those looking to advance into management roles. They can also provide a strong foundation for seasoned professionals who have little formal management education.

“W. P. Carey faculty are recognized worldwide for their research and thought leadership,” according to Gerry Keim, chairman of the department of management. “Yet it’s their skill at bringing new trends and best practice discussions into the classroom, focusing on the practical application of concepts in the current business environment, that makes the W. P. Carey School an incredible resource for managers and executives.”

The 2012 workshop topics include Driving Employee Engagement, Effective Negotiations, Inspiration and Motivation as Leadership Tools, Harvesting Knowledge From Frontline Employees, Leading Effective Team Processes. Topics for the 2013 workshops are being developed.

“Whether individuals attend all five or just one workshop, they will come away with new skills and approaches to business practices that will ultimately positively affect their employees and their organization’s bottom line,” Feldman says.

Regardless of what route business executives take to get there — whether it’s a workshop or going back to school to get and MBA — educators say the current focus of executive education is on the practical application of knowledge.

“Executives want learning opportunities that build capabilities and immediately allow participants to do their jobs better,” Feldman says. “Second, technology has given us the opportunity to build engaging learning experiences that connect people regardless of location, so online programs mirror the way work is done in today’s global business environment.”

The availability on online education has made it easier than ever for executives to expand their knowledge base.

“Our eMBA is an accelerated and blended model with face-to-face interaction during three distinct residencies and online learning in between,” Barksdale says. “Our MBA programs are offered face to face — traditional style — and online.”

In addition to the online options available, Barksdale says he has observed another change in executive education.

“I think the biggest shift has been the increased desire on the part of the student to learn more about themselves, their personal styles, and subsequently their leadership skills,” Barksdale acknowledges. “We have found executive learners to be more open than ever to receiving critical feedback with respect to how they lead and what might need to change.”
While executives may see furthering their education as a solo endeavor, educators urge them to seek out the guidance of others before embarking on their journey.

“Seek advice from your personal board of directors,” Barksdale says. “Discuss the reasons you want to go back to school. What would you do with the new knowledge?  Talk to students in the programs you are considering. Ask them questions around the curriculum, the learning environment, and the learning culture. Consider whether the programs you are looking at devote significant time to leadership development or not. This to me is critical in the life of an executive.  Finally, some people might suggest to choose a program that fits your lifestyle.  While this is not bad advice, I might add that if you are looking for the MBA or graduate degree to be a transformational journey, perhaps you might consider a program that intentionally alters your lifestyle. The disruption can be a good thing if you use it to re-focus and re-center your career and life trajectory.”

The W. P. Carey School of Business contributed to this story. To learn more, visit knowwpcarey.com.